Hospital Branding

Quite a diverse group of individuals.  Yet, as we heard during Springboard's first Brand 2.0 Webinar, that's precisely who needs to work together in order for a brand launch to be successful. And it's the hospital's brand manager who needs to sew it together. Brand management, the concept which will celebrate its' 78th birthday this May - after born in the hallways of P&G - is moving forward in healthcare organizations.  Hospitals in particular are looking for ways to bring together all aspects of strategic planning, marketing, communications, and patient experience together under the leadership of a brand manager.   That's quite an evolution from the mid-80's, when hospital PR departments simply hung out a sign that read "Marketing Department" while changing little else. Brand managers fall within two categories;  organizational and departmental.  The organizational brand manager is responsible for how the brand strategy is implemented across ...

When my sons were just 5 and 3, we visited a restaurant with real tablecloths. No vinyl, no plastic – just bright white fabric! To top it off, the host gave the boys paper placemats and crayons. I immediately cautioned them not to make any marks on the cloth. My oldest – a rule follower then and now – proceeded to draw carefully in the center of the placemat. My youngest – not a rule follower then or now – started outlining the placemat with his crayon, getting as close as he could to the edge without going off the paper. And he grinned up at me as he did it! Their unique personalities were shining through. And if my sons were organizations, we would call their personalities their brands. The Link Between Brand Personality and Employee Engagement I could no sooner force them into a different personality mold than I could force a hospital or system to adopt a brand that is created “for” them. Brands are. Brands live within your organization. At the Forum for Healthcare Strategists ...

A short, but telling post.  At every branding conference during the last 10 years, Starbucks has been used as an example of die-hard brand loyalty.  The hypothetical question asked was:  "If the economy ever turned upside down, what item would you least give up?"  "A cup of Starbucks" was always the answer.  People felt that at $2.50 or so a cup, it would still give us a taste of luxury in tough times. Well, guess what.  Starbucks has closed and will close hundreds of stores, its stock has been grinded down, and the famed "experience" is now realized while grocery shopping or pulling up in the "Drive Thru."   The lesson?  Real fans put their money where their mouths are.  The rest of us are quick to find less costly alternatives that still satisfy the basic needs.  Now that's something to think about.

In 1993, Ken Blanchard and Sheldon Bowles wrote another book in their series of short reads covering the "One Minute Manager" to organizing for greater corporate efficiency. One of their best selling titles, "Raving Fans, Revolution in Customer Service" caught the interest of many of us in the service sector. In the classic marketing behavior model, our job as brand-builders is to move customers from awareness of our product/service to loyal users. Along the way, we create preference, likeliness to use, and advocacy. And then we all talked about moving loyal users to fans...customers who would throw themselves on a sword for our services and recommend us to all their friends and neighbors. Back then, it was all talk because it was difficult to quantify a "fan base." It sounded right in theory. Hello 2009 and social networking sites like Facebook. Now, it's possible to count your fans and gauge your effectiveness in truly creating a fan base for...

Think icebergs. Nearly 90% of their mass floats below the surface, leaving just 10% (or the tip) in our view. The expression tip of the iceberg implies “a small indication of a larger possibility,” according to Wiktionary . Now think taglines. Nearly 90% of the work, process, and strategy used to develop these three to six words are below the surface and unseen by the consumer’s eye. And a tagline is a short indication of a larger promise. The point (or tip) I’m offering here is this: A tagline is what consumers hear and see about your brand through advertising and other communications efforts. Yet 90% of your brand’s promise is delivered under the surface or internally in your organization. And that can make your brand swim or sink. In many hospitals, taglines are thrown together to complement a new Web site design or business card. Often, they are bland and not very memorable. Predictably, they include several words that shouldn’t be used by hospitals: “care,” “exceptional,” “a...

I want to try a vegetable garden this spring, so I bought a ready-made kit to get some small plants rooted this winter. And naturally, that made me think of the next wave of health care branding! Seriously. Establishing “brand roots” is Brand 2.0 – brand management in health care. While marketing communicators can’t control every aspect of the customer experience, we can help to establish “brand roots” throughout the organization to nurture the living, breathing brand. A brand position is not an end in itself; it needs continuous feeding, care, maybe even some pruning, to keep it alive, energized and growing. This organic process means helping employees answer questions like: -- What does our brand mean in my daily routine? -- What if I don’t even work with patients or the public? How do I “live the brand”? -- What do I do if I see a gap between our brand promise and a patient’s experience? Who do I turn to? Is there a way to bridge these gaps? For the marketing communications team, th...

This is an idea we were talking about during a meeting today - it involves hospitals being true to their brand and not sabotaging with false claims.  Watch for this next week! Rob